Eyeworld

EW NEWS & OPINION 24 December 2017 To the point: Simple practice tune-ups for complex times by Corinne Wohl, MHSA, COE, and John B. Pinto • Excellent middle manager selec- tion, training, and delegation is a priority; knowing that mid-level management strength is the key to practice success • When needed, staff in the wrong positions are reassigned to duties that better suit their skill set or removed from the practice • Benefits administration is per- formed in a cost-effective and staff-friendly manner • Conflicts throughout the practice are identified and resolved in a timely manner 4. A builder of alignment between owners, managers, and staff • Exhibits interpersonal skills that help build relationships and trust throughout the practice • Understands that teams work best when they are aligned to accomplish specific, measurable, realistic goals 5. Strategic and multifocal viewpoint • Has the ability to see both the big picture and the tiniest details • Works with the board to prepare and periodically update the prac- tice's strategic plan 6. Prioritization and delegation skills • Is major time spent on major tasks, or is time wasted on low priorities that are done first just because they are easy? • Does the most important work get completed in a timely manner? • Are deadlines set and met? • Is work that does not require an administrator's skill level delegat- ed appropriately, leaving more time for higher-level management responsibilities? 7. Acts as a company-wide role model being a calm, efficient, intensely hard worker 8. Is an energizing spirit for the practice; inspires and motivates staff to provide excellent patient care and achieve goals as a team 9. Adaptable to new ideas and open to making changes in an ever-shift- ing practice environment 10. Strongly supports a customer service focus To evaluate your administra- tor's performance, start with written expectations and goals that you both agree on. An updated position description is a good place to begin. By adding specific and measurable goals to this base document, you have a detailed tracking tool. Revisit this list on a quarterly basis together, communicating about the progress and any barriers to achievement that may have occurred. Annually hold a formal meeting where you are both prepared to discuss achievements, failures, and new goals. Here are 13 sample management skills and traits that can be included in the evaluation document for your administrator's annual performance review. 1. Communication excellence in all forms and situations • Written and verbal skills that lead to clear direction and understanding • Effective meeting leadership • Staying informed and connected to staff, doctors, and what is hap- pening throughout the practice • Open issues and conflicts between people are addressed early and fearlessly 2. Analytical and numeracy skills • Promotes data-driven decision making and process enhancement • Memorizes the internal and ex- ternal key performance indicators of the practice and tracks them monthly so you know immedi- ately when they are outside of norms and combines this with the experience and training needed to know how to correct deficits • Performs staff productivity anal- ysis and takes action to right-size staffing when needed • Revenue cycle management is followed carefully, including monthly A/R aging reporting and any undue delays in payment • Traditional financial statements and practice management reports are evaluated and shared on a monthly basis with the board 3. Human resources management • Is the practice consistently hiring the right people and the right numbers? Managing a successful practice encompasses hundreds of tasks that have to be performed well, resulting in a high functioning environment. If even some of these tasks fall short, the practice feels stressed, misguided. Highly skilled administrators can make the job look easy. In high functioning settings, we hear employees say, "I'm not exactly sure what the administrator does, but the place runs well." Just as a missed step in cata- ract surgery can result in disaster, a single management skill deficit can lead to a poorly run practice. It is easy to overlook what skills should be present; a formal inventory and evaluation of these skills can keep your administrator sharp and avoid surprising gaps. Doing this period- ically over time is a junior version of board recredentialing that you undertake to preserve your skills. Physician owners, managing partners, and administrators in the most successful practices understand the strategic details and manage- ment nuances of what it takes to wrangle a large group of people of various ages, intellects, career goals, and commitment down the same path at the same time. It's nearly impossible to find an administrator who excels in every category, but it is not impossible to find one who has the skill sets your practice needs today and is willing to strengthen his or her weaker skills as the practice's needs shift. "Good, better, best. Never let it rest. 'Til your good is better and your better is best." —St. Jerome "You got to be rigorous in your apprais- al system. The biggest cowards are managers who don't let people know where they stand." —Jack Welch F ormally evaluating your administrator on an annual basis provides an excellent opportunity to enhance both his or her profession- al skills and your practice. Yet it is surprisingly common for practices to not provide a formal performance appraisal on senior management staff until problems arise. Shying away from this import- ant task because you are uncomfort- able or think you might possibly hurt your administrator's feelings or your professional relationship works against your interests and theirs. Success-bound administrators want to know how to improve their skills and how they can help make you and the practice more success- ful. Put yourself in their shoes. If someone knew how to help you be a better surgeon or practice leader, wouldn't you want to know? Would you even want to employ a surgeon —much less an administrator—who was unable to take constructive criticism? How to evaluate and enhance your administrator's skills

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